March 28, 2011
Branstad conducted narrow director searches
By JASON CLAYWORTH
jclayworth@dmreg.com
By JASON CLAYWORTH
jclayworth@dmreg.com
Republican Gov. Terry Branstad appointed all but one of Iowa's 24 new department directors after a highly targeted search.
In most cases, Branstad recruited and interviewed one person - many with direct political ties to the governor, a Des Moines Register review found.
Some of Branstad's appointees have no experience in the subject areas overseen by the departments they now head. A few, who now direct departments of hundreds of employees, had no previous management experience, according to state records and resumes obtained through an open records request.
In most cases, Branstad recruited and interviewed one person - many with direct political ties to the governor, a Des Moines Register review found.
Some of Branstad's appointees have no experience in the subject areas overseen by the departments they now head. A few, who now direct departments of hundreds of employees, had no previous management experience, according to state records and resumes obtained through an open records request.
The directors hired by Branstad's immediate predecessors, Democrats Tom Vilsack and Chet Culver, also reflect a wide range of management and subject-area experience and the influence of political connections.
The three governors' hiring processes differed little in most respects. Staffers on the Vilsack and Culver transition teams also report doing limited advertising beyond listing jobs on state websites.
But Branstad's process differed in one key aspect: Aides to his predecessors said several people were interviewed when making new director hires.
The three governors' hiring processes differed little in most respects. Staffers on the Vilsack and Culver transition teams also report doing limited advertising beyond listing jobs on state websites.
But Branstad's process differed in one key aspect: Aides to his predecessors said several people were interviewed when making new director hires.
http://desmoinesregister.com/appointees">View resumes of Branstad appointees and info about how to contact them, as well as Culver department head resumes.
"In most cases I sought out people for these positions," Branstad said. "Some of them applied, but, for the most part, I really went after people who I thought would be the best."
The lone exception was education director Jason Glass, an Ohio education consultant hired after a secret national search and tapped to spearhead an aggressive school reform agenda.
In contrast, Bonnie Campbell, a former Iowa attorney general and chairwoman of Culver's transition team, said the team considered hundreds of applications all told and conducted multiple interviews when filling director positions.
The lone exception was education director Jason Glass, an Ohio education consultant hired after a secret national search and tapped to spearhead an aggressive school reform agenda.
In contrast, Bonnie Campbell, a former Iowa attorney general and chairwoman of Culver's transition team, said the team considered hundreds of applications all told and conducted multiple interviews when filling director positions.
"I've never been so overwhelmed by a task in my life," Campbell said of her assistance in recruiting for the Culver administration. "I can easily understand that someone might just default to people they know just to get everything done."
Likewise, Mike Blouin, Vilsack's transition chairman and later his economic development director, described a process of multiple interviews with multiple candidates for most department head positions.
But Blouin does not fault Branstad's method, citing the unusual circumstance of a four-term former governor returning to office.
Likewise, Mike Blouin, Vilsack's transition chairman and later his economic development director, described a process of multiple interviews with multiple candidates for most department head positions.
But Blouin does not fault Branstad's method, citing the unusual circumstance of a four-term former governor returning to office.
"You could probably say, 'Look, this guy had 16 years as CEO of the state,' " Blouin said. "He still knows people. He knows what they're capable of and what the department demands are, so I don't fault him for not soliciting applications."
Are appointees qualified?
Branstad's staff received roughly 800 applications, but fewer than 25 were for department director positions, said spokesman Tim Albrecht.
Michele Frisby, a spokeswoman for the International City/County Managers Association, questioned a process that resulted in some appointees with little or no management experience.
Are appointees qualified?
Branstad's staff received roughly 800 applications, but fewer than 25 were for department director positions, said spokesman Tim Albrecht.
Michele Frisby, a spokeswoman for the International City/County Managers Association, questioned a process that resulted in some appointees with little or no management experience.
"There are always hardworking individuals who can pull it off," Frisby said. "But, obviously it does not give the state or the hiring entity the greatest advantage in terms of securing the greatest results."
Frisby's group, based in Washington, D.C., gives advice to local governments on hiring practices, and many of the concepts apply to state government, she said. All hiring decisions, and especially top appointments, are critical to maintaining short- and long-term effectiveness of government and the public's trust, she said.
Frisby's group, based in Washington, D.C., gives advice to local governments on hiring practices, and many of the concepts apply to state government, she said. All hiring decisions, and especially top appointments, are critical to maintaining short- and long-term effectiveness of government and the public's trust, she said.
"I think it's a somewhat archaic view that a manager of a department doesn't need to understand how all aspects of a department run," Frisby said. "If that individual does not have experience in that area, it's going to be difficult."
Roberts' character cited
One example of someone Branstad appointed with little or no management experience is former state Rep. Rod Roberts, a Republican who has been confirmed by the Senate to head the 350-employee Department of Inspections and Appeals. The department is responsible for such tasks as inspecting nursing homes and restaurants.
Roberts' character cited
One example of someone Branstad appointed with little or no management experience is former state Rep. Rod Roberts, a Republican who has been confirmed by the Senate to head the 350-employee Department of Inspections and Appeals. The department is responsible for such tasks as inspecting nursing homes and restaurants.
Three people applied for the position: former state Sen. Rod Halvorson, a Democrat with more than 15 years of management experience who is executive director of the Minnesota Social Service Association, a group that advocates for human services workers; Beverly Zylstra, deputy director of the inspections and appeals department since 1986; and Allen May, former director of land management for Denver, Colo., and former director of community development for the city of Grandview, Mo.
None was interviewed, Branstad said.
Instead, he hired Roberts, who had expressed no interest in the job before Branstad contacted him.
Branstad said he chose Roberts in part because of his strong moral character.
"Anybody who knows Rod Roberts knows he's a very fair-minded person," Branstad said.
Pattern seen in other states
Though not necessarily recommended, it's fairly common for a governor to appoint directors with little or no management or field experience, said Hank Batty, deputy administrator for Oklahoma's personnel management office and a board member of the National Association of State Personnel Executives.
Instead, he hired Roberts, who had expressed no interest in the job before Branstad contacted him.
Branstad said he chose Roberts in part because of his strong moral character.
"Anybody who knows Rod Roberts knows he's a very fair-minded person," Branstad said.
Pattern seen in other states
Though not necessarily recommended, it's fairly common for a governor to appoint directors with little or no management or field experience, said Hank Batty, deputy administrator for Oklahoma's personnel management office and a board member of the National Association of State Personnel Executives.
"You kind of wonder - other than supporting the governor's election - what does this person bring to the job?" Batty said. "Some work out fine, but some do not."
Private companies or local governments often conduct formal searches to fill executive-level jobs, frequently with a consultant's help, a process that can cost tens of thousands of dollars per position. Such efforts don't necessarily produce a better candidate, said Audrey Wall, a spokeswoman for the Council of State Governments, an advocacy group based in Kentucky.
Private companies or local governments often conduct formal searches to fill executive-level jobs, frequently with a consultant's help, a process that can cost tens of thousands of dollars per position. Such efforts don't necessarily produce a better candidate, said Audrey Wall, a spokeswoman for the Council of State Governments, an advocacy group based in Kentucky.
"You can find examples that have gone both ways," Wall said of appointments based on a relationship with the governor vs. subject-area or managerial expertise. "I guess it all comes down to integrity."
Branstad: Buck stops here
The appointment responsibilities of Iowa's governors became far greater after a 1986 government reorganization that Branstad signed into law. The reorganization consolidated 68 state agencies into 24 and eliminated 1,100 state government positions.
Branstad: Buck stops here
The appointment responsibilities of Iowa's governors became far greater after a 1986 government reorganization that Branstad signed into law. The reorganization consolidated 68 state agencies into 24 and eliminated 1,100 state government positions.
Before the reorganization, many director appointments, including education and natural resources, were handled by department and citizen commissions. Branstad said giving the governor more appointment authority means the public can expect greater accountability from the state's highest elected official.
"My feeling is this: I don't mind being held accountable as the chief executive," Branstad said. "But if you're going to be held accountable as the chief executive, you ought to be able to choose the best people, the people you have the most confidence in, that you think can do the best job to be in the right position."
"My feeling is this: I don't mind being held accountable as the chief executive," Branstad said. "But if you're going to be held accountable as the chief executive, you ought to be able to choose the best people, the people you have the most confidence in, that you think can do the best job to be in the right position."
The recent scandal over abuse of film tax credits serves as an example of a governor paying a price for a department's troubles. The director of the Department of Economic Development at the time, Mike Tramontina, resigned amid criticism that he failed to provide adequate oversight of the tax credit program. Tramontina, appointed by Culver, was considered highly qualified and easily won confirmation by the Senate in 2007. He had worked previously as director of the state's management department, as director of the Iowa Finance Authority, and as a representative for the U.S. Department of Housing and Urban Development.
As Culver campaigned for re-election last year, Branstad and other Republican candidates repeatedly criticized him for the film tax credit debacle.
That's proper, said Batty, the board member with the National Association of State Personnel Executives.
"If they (department heads) mess up, you know who to blame for it," Batty said.
Win election, choose team
Campbell, the Culver transition chairwoman, acknowledged some of his hires had political ties, but insisted the key decisions were based on experience and capabilities.
That's proper, said Batty, the board member with the National Association of State Personnel Executives.
"If they (department heads) mess up, you know who to blame for it," Batty said.
Win election, choose team
Campbell, the Culver transition chairwoman, acknowledged some of his hires had political ties, but insisted the key decisions were based on experience and capabilities.
Branstad said the same: "The fact of the matter is I've chosen everybody based on their abilities, not on their politics," he said.
Senate Majority Leader Michael Gronstal, D-Council Bluffs, said he believes the current appointment system serves Iowa well, but he is concerned that more time isn't spent looking for the best and the brightest for top jobs.
Nonetheless, the appointees he's met and reviewed have appeared for the most part to be highly qualified, he said.
Senate Majority Leader Michael Gronstal, D-Council Bluffs, said he believes the current appointment system serves Iowa well, but he is concerned that more time isn't spent looking for the best and the brightest for top jobs.
Nonetheless, the appointees he's met and reviewed have appeared for the most part to be highly qualified, he said.
"Perhaps there's a little bit too much political cronyism, but I'm not going to spend a lot of time criticizing that," Gronstal said. "He won the election last fall. He has the right to a team he thinks will help move the state forward."
